Health systems and hospitals are often inundated with pitches from those pushing product-based solutions to the point that they can’t see the differences between their options, let alone pick the right one for their specific needs. Lucro Marketplace is trying to bring order to that chaos.
LUCRO SOLUTIONS, whose Healthcare solutions marketplace is backed by Martin Ventures, could produce a sanity-check for overwhelmed buyers, a boon for many vendors — and a major headache for purveyors of technologies, products and services that have been “oversold and under-delivered.”
NASHVILLE, Tenn.–(BUSINESS WIRE)–Lucro, an enterprise backed by Martin Ventures, today announced the launch of a new marketplace that accelerates decision-making for healthcare leaders, allowing them to discover, compare and collaborate with their peers around innovative solutions. Many of the largest healthcare organizations in the U.S., collectively representing more than 1,000 hospitals, have engaged as early adopters to use the marketplace in advance of its launch in the spring of 2016.
Lucro will be presenting at the 2015 Becker’s CEO Roundtable Conference on November 18th in Chicago, Illinois. Making a special announcement, Founder and CEO Bruce Brandes will lead conference attendees in “Connecting Innovation to Providers and Providers to Solution: Introducing a New Platform for Industry Collaboration.”
Becker’s Hospital Review 4th Annual CEO Roundtable + CFO/CIO Roundtable will begin on Wednesday, November 18th and focus on core issues, opportunities and strategy for the hospital or health system CFO and CIO audience. On Thursday, November 19th, sessions will feature specific content for the hospital or health system CEO.
For more conference information, please visit the Becker’s CEO Roundtable Conference website.
In my continued efforts to learn from progressive healthcare thought leaders, I recently read Eric Topol’s new book “The Patient Will See You Now.” I was heartened to see Dr. Topol’s opening chapter illustrate his first point with an intellectual / cultural equilibrium I can appreciate … through an amusing story from “Seinfeld” about Elaine’s medical record woes. That anecdote caused me to reflect on how my favorite iconic TV show about nothing is instructive for the entrepreneurs who strive to reinvent our healthcare delivery system.
Cautionary note: my comments in this series will assume that HIStalk readers have at least a baseline knowledge in all things “Seinfeld.” I apologize in advance to the two or three folks out there who have not seen (or heaven forbid, did not like) “Seinfeld.”
Upon being granted an interview with IBM while in business school for a chance at my first real job, my initial enthusiasm was slightly curbed by the fact that the position was to become a sales rep. With an undergraduate degree in finance and an MBA, I had imagined a career on Wall Street.
A sales rep? The vivid composite in my head was of some guy in a shiny suit, with a pinky ring and remarkable hair, trying to sell me something that I really did not need. Just like George Costanza’s dream of pretending to be an architect or a marine biologist before compromising to a desperate hope of an imaginary job as Jerry’s latex salesman, I would have to reconcile the dream with reality.
My IBM sales school training quickly helped reorient my mindset with my new responsibilities as a marketing representative (I was relieved to hear that the dirty word “sales” was not in the official title). One of my first and most enduring lessons came at a meeting of the executive leadership team of a large hospital in New Orleans, my IBM regional executives, and me. As the conversation turned to a mention of a product I had just learned about in training, I enthusiastically interjected with the sales pitch I had recently memorized. The hospital COO interrupted me with the rebuke, “You don’t know what you don’t know. Please be quiet.” Ouch.
Competition. A foundational element that drives greater success in a capitalistic society. And yet, examination of the array of perceptions and reactions regarding one’s competitors in business is both fascinating and revealing.
As we get to know an entrepreneur and assess a prospective investment, an important insight is their response to the multidimensional question, “How do you view your competition?”
How an entrepreneur expresses awareness, insights, differentiation, and honesty in recognition of competition can illuminate market opportunity, commercial viability, and personal credibility. Do you deny, dismiss, disparage, or do you choose to recognize and embrace others in your space? How does that answer vary when discussing competition internally or externally? Does the stress of competition drive your organization to catalyze improvement or to react with paralyzing stress?
Was it Freud or Costanza who once said, “The ego is not master in its own house”? Ah yes, Sigmund Freud. Costanza said something else about being master of one’s domain. George Costanza also once rebuked George Steinbrenner for destroying the institution of the New York Yankees “all for the glorification of your massive ego”.
For an entrepreneur, ego is both a critical ingredient in the recipe to build success as well as a foundational risk to predestine failure. A keen self-awareness of when to intentionally fortify one’s ego versus the appropriate time to acknowledge the fine line between self-confidence and pride in order to relinquish one’s ego may dictate your fate as an early stage company.
Today we will discuss the importance of knowing when to have an ego … and its corollary of knowing when to check your ego.
Most every company talks about their elevator pitch, which is intended to be a brief summation of the business to intrigue one to want to learn more. My question is this: exactly how long are the elevator rides some people are taking? More broadly, in any sort of business interaction, how to you best balance brevity vs. meaty detail?
The Webster’s definition of the phrase “yada yada” is “boring or empty talk often used interjectionally, especially in recounting words regarded as too dull or predictable to be worth repeating.” Anyone still recovering from the HIMSS conference can likely recall many conversations where yada yada would have been a very welcomed interjection.